Dimensiones Del Clima Organizacional

Most of the empirical studies investigating the factors affecting firms’ social capital considered the organisational culture, organisational structure and information technology as the principal factors affecting companies’ social capital.

2.3.9.1 Organisational Culture and Social Capital

With respect to organisational culture, several researchers acknowledged that organisational culture plays vital role to support the social capital (Gu and Wang, 2013). Likewise, Song- zheng and Xiao-di (2008) found that organisational culture is considered among the enhancing factors of the firms’ social capital. A number of scholars provided evidence on the importanc of organisational culture on social interaction among employees at workplace (Gold et al., 2001; Van den Hooff and Huysman, 2009). It is argued that organisations should have relvant organisational culture to enhance their social capital (Petrou and Daskalopoulou, 2013).

2.3.9.2 Organisational Structure and Social Capital

Besides organisational culture, a number of researchers found that organisational structure is essential factor of the firm’s social capital (e.g., Dalton et al., 1980; Schmid, 2002). The investigators confirmed that organisational structure substantially influences the communication processes and the social interaction between organisational members.

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Furthermore, empirical evidence also indicated that organisational structure with a less centralisation and formalisation is the most importance factor to enhance three element of social capital including structural, relational and cognitive social capital (Burt, 1997). Taylor (2007) found that for organisational structure including centralisation and formalisation also appeared to be a significant factor affecting the firms’ social capital. Other researchers argued that organisational structure plays an vital role in supporting social capital (Gold et al., 2001; Van den Hooff and Huysman, 2009). The auothers further argued that the extent to which a structure is characterised by clear roles and responsibilities for knowledge sharing and reduced structural barriers to it, leads to more trust, identification, and reciprocity between employees. It might seem that a greater influence of organisational structure on social capital would result in positive influence on structural social capital – a more transparent structure leading to more insight into the location of knowledge and how to contact relevant people. However, clarity of roles and responsibilities and less formal divisions in the organisation may lead to a more ‘‘informal’’ climate, where trust, identification and reciprocity exist (Van den Hooff and Huysman, 2009).

Similar view were reported by three studies associated to the importance of organisational structure to social capital (Yap et al., 1998; Sivadas and Dwyer, 2000; Janz and Prasarnphanich, 2003). In a study on Taiwanese firms, conducted by Chen and Huang (2007) indicated that when the organisational structure is less formalised, more decentralised and integrated, social interaction is more favorable among employees within organizations. Evidence from public organisations also revealed that social capital can achieved by having a less centralisation and formalisation (Andrews, 2010). However, the scholars acknowledged that little is known of the precise role of organisational structure as a part of organisational context on social capital (Andrews, 2010).

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2.3.9.3 Information Technology and Social Capital

Another important factors, considered crucial for increase social capital is information technology. It argued that the firm’s information technology has appeared to be one of the factors determining social capital. Gold et al. (2001) noted that information technology comprises a crucial element of the structural dimension needed to mobilize social capital, which allows employees to share their knowledge at workplace. Moreover, Joshi et al. (2010) found that information technology has a strong and positive effect on organisational social capital. The authors explained that such IT is usually built social integration which increased social capital. Similarly, Shneiderman (2007) argued that increasing social capital would require a level of social interaction inside the firm by creating networking between groups and individuals which can be gained through information technology. In their Dutch study, Van den Hooff and Huysman (2009) claimed that information technology was among the most important factors influencing the social capital including structural, relational and cognitive social capital.

Based on this review, it is clear that the literature review highlights several issues regarding the direct effect of organisational context and innovation. Firstly, it is clear that the literature review highlights that organisational context (OC, OS and IT) is very importance factors that can faculties product and process innovation. However, the effectiveness of such organisational context remains unclear. Despite, the empirical studies in the role of organisational context is well established, empirical evidence is still inconclusive. Among the reasons, are the that managerial practice requires an underlying structure in order to decide what organisational culture as a pat of organisational context should be implemented in order to foster innovation, and to assess if a specific culture is an effective and efficient coordination instrument. Hence, a framework is needed which allows to assess their relationship with organisational innovation (Valencia, 2010; Büschgens et al., 2013). Wang

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and Noe (2010) also suggested that organisations need to pay close attention to organisational context in general and organisational cultural issues in specific in developing organisational practices that will facilitate KS, as there is no single universal set of practices that can be used to facilitate KS.

Moreover, in spite of the fact that the importance of developing capabilities of idea/knowledge generation has been highlighted, the mechanisms that lead to and coordinate the innovation process remain much more to be investigated (Jansen et al., 2006; Agbim, 2013). Prior research did not pay too much attention on the influence of organisational structure on the development of innovation (Agbim, 2013). Chen and Huang (2007) argued that in the knowledge management literature, little has been done in investigating the role of organisational structure in the knowledge sharing as one the knowledge management process. This deficiency is serious because organisational structuring of the workflow is the primary mechanism available to the firm for implementing, executing, and controlling knowledge management activities. Scholars also indicated that little is known of the precise role of organisational structure as a part of organisational context on social capital (Andrews, 2010). Chong and Chong (2009) helped employees in accessing the knowledge they need when they need it, and provides the tools with which users can leverage their knowledge in the context of their work. Therefore, organisations are always looking for support from their IT departments to utilise, facilitate and use their existing knowledge effectively and efficiently (Montazemi et al., 2012). Joshi et al. (2010) argued that IT enabled social integration that builds firms’ social capital. These structures of social integration promote connectedness among members of firms by creating seamless networks of people, devises and knowledge. Thus, IT allows the creation and share of knowledge (Joshi et al., 2010). However, many organisations have found difficulty in implementing information system successfully. It is demonstrated that in many organisations technology has failed to have much impact on the

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way knowledge is transferred and shared. Furthermore, Choi et al. (2010) debated that little is known of the precise role of information system on KS, which in turn influences organisational performance.

Additionally, Kostova et al. (2008, p.997) pointed out that “organisations have complex internal context. In the complex environment of organisations units, particular coordination mechanisms and tools to facilitate KS are required (Ghoshal and Bartlett, 1995; Gupta and Govindarajan, 2000; and Sia et al., 2010). Organisational context is very important to create a suitable climate, set values and, norms, and create a culture of change. It can enhance social capital and foster a shared vision and therefore develop innovation within organisation (Northouse, 2007, DuBrin, 2012). Thus, it will be useful to provide a better understanding of the relationships between organisational context (OC, OS and IT), SC, KS, and innovation, and determine methods that can be used by managers to enhance social capital and knowledge sharing activities among employees at workplace. Hence, the direct role of organisational context in enhancing social capital, knowledge sharing and firms’ innovation requires further empirical research that would justify their use and improve their efficiency.

Secondly, covering prior work in the area of this study highlights issues regarding the indirect approach. Exploring and investigating “How organisational context (OC, OS and IT) can facilitate SC and KS among employees to support the innovation, product and process” has not received significant attention in the literature and there are few empirical studies on this particular research issue. In this respect, the current study attempts to full such a gap and explore the indirect links of organisational context on innovation through social capital and knowledge sharing. The following section (Section 2.3.10) provides further details on how this thesis intends to fulfil this research gap.

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